ORGANISATIONAL BEHAVIOUR UNIT I UNIT I 10 hrs Introduction: Introduction to organizational behaviour, Evolution of organisational behaviour, Hawthorne experiments, Foundations

s of individual behaviour, Significance of the subject to the organization and to the manager. Difference in approach between scientific management and OB, Values and attitudes. ORGANISATION: An organization is a group of people working together in a formally organized way to achieve a common objective. The main objective is profit maximization. Features of an organization : Group of people Formally organized people/structure Co-ordination among people Rationality Purposefully created to achieve a common goal BEHAVIOUR: It is how a person behaves. It is an observable and measurable activity of human being. ORGANISATIONAL BEHAVIOUR organizational behavior -- refers to individual and group dynamics in an organizational setting -- and "macro" organizational theory which studies whole organizations, how they adapt, and the strategies and structures that guide them. To this distinction, some scholars have added an interest in "meso" -- primarily interested in power, culture, and the networks of individuals and units in organizations -- and "field" level analysis which study how whole populations of organizations interact.. Whenever people interact in organizations, many factors come into play. Organizational studies attempt to understand and model these factors. Like all social sciences, organizational studies s eeks to control, predict, and explain. There is some controversy over the ethics of controlling workers' behaviour. As such, organizational behaviour or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful. TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 1

[citation needed] Those accusations notwithstanding, OB can play a major role in organizational development and success. EVOLUTION OF OB OB did not have proper recognition in the early days. Although it is a fact that human relationship have existed since the beginning of time and some concern for human has also been in existence since ages yet history bears no evidence for sequence of human behaviour and thinking, as when it had been started. In early days people worked in small groups and it was much easier to handle their work relationships because of which there had been a popular belief that the people of Utopia worked in happiness and fulfillment in these conditions. In the same period though in some places the actual conditions were brutal and back breaking but as too little concern was given to job satisfaction on those days , the reality was not revealed to much extend. Some behavioural approaches had also existed in the ancient Egypt as early as in BC1700, but its origin could not be traced. However the chronicle growth of Ob was traced by behavuioural scientist form the beginning of nineteenth century. The development of Behavioural thought can be presented under stages Industrial revolution ,Scientific management ,Human relations movement and Hawthorne studies. Industrial revolution revolution took place in the 18th century bringing materialism, discipline monotony, boredom, job displacement, impersonality, work interdependence and other related behavioural phenomenon. It led to increase in production that eventually gave workers increased wages followed by increased job satisfaction and decrease working hours,, in this new positive environment, Robert Owen, a young Welsh factory owner about the year1800, was one of the first to emphasize the human needs of his employees. He refused to employ young children, educated his worker regarding cleanliness and temperance. Hence this is considered to be the beginning of modern organisational behaviour. And Robert Owen is called as the father of personnel administration. In 1835 Andrew Ure , a pioneering behavioural scientist, published his work of the philosophy of manufacturers. He recognized the importance for human factor in the organizations.Hr gave hot tes, medical treatment , a fan apparatus for ventilation and sickness payment to his workers . In scientific management F.W. Taylor inaugurated the interest in peoples behaviour at work place in unites states in early 1900s.Taylor is called the father of scientific management. He converted broad generalizations into practical and scientific manners which paved way for later development of TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 2

OB. Failure of scientific management gave birth to human relations movement. It emphasized more on workers cooperation and morale, worker were distinguished form the others non human factors, It was recognized that the workers a precious asset to an organization and they have feelings sentiments, rationality and ambitions which should be duly recognized. Three factors contributed to the human relations movement they are the great depression, the labour movement and the Hawthorne studies. The great depression is traced back in 1929 when the stick exchange crashed in America, which lead to wide spread unemployment, declining purchase power, market collapse and lowering standards of living of people. The labour movement paved way for emphasis on employee relation wages, work hours and conditions in organizations and last but not the least the Hawthorne studies conducted in U.S.A by Elton Mayo and his team members revealed major fact which could prove the importance of the study of organisational behaviour. Definition: - Stephen P Robbins It is a field of study that investigates the impact that individuals, groups , structures have on behaviour within the organization, for the purpose of applying such knowledge towards improving organizational effectiveness. Hence based on the definition we can say that OB is a field of study It studies individuals, groups and structures It applies the knowledge to improve organizational effectiveness. How people behave in an organization? How their behaviour does affect their performance?

There fore Organization Behaviour is concerned with two aspects:-

Organizational Behaviour is the study and application of knowledge about how people act with in the organization. Definition Keith Davis KEY ELEMENTS OF ORGANISATIONAL BEHAVIOUR 1. People 2. Structure 3. Technology TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 3

4. environment

KEY ELEMENTS OF OB

PEOPLE

STRUCTURE

TECHNOLOGY

ENVIRONMENT

OB studies the following aspects People: Individuals & Groups Structure: Official Relationship Technology: Physical, Economic resources Environment: Political, Legal an Natural NATURE OF OB 1. It is just a field of study and not a discipline: OB is accepted science with theoretical foundation and it serves as a base of research. It is a recent field of study which has its origin from management. It is broad based and inter disciplinary in nature. Hence it is not a discipline but a field of study. 2. It is interdisciplinary in nature: It is broad based and inter disciplinary in nature because it has its origin from subjects like psychology, sociology, anthropology, medical sciences, political science etc., 3. It is normative science and value centered :( cause and effect application): A positive science analyses only the cause and effect relationship but a normative science analyses the cause and effect and also its application to achieve organizational results. It is also value centered as it analyses what is acceptable to employees based on the values they have. 4. It is applied science: The principles of OB are proven and can be applied to solve organizational problems. 5. It has humanistic approach: OB considers human feelings , their values and attitudes and considers that human beings are not machines and they too be cared for. TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 4

6. It has optimistic approach: It has positive approach and views that the employees well contribute positively to achieve the objectives of the organization. 7. It is directed towards achievement of organizational objectives: Organizational objectives are given more importance then individual objectives. 8. It has rational approach: It believes that there is a reason being every behaviour of man and works on the same formula. 9. It is developmental in nature: It aims at the development of the its employees and help them to attain their goals. 10. It is part of management science: OB is a study that has emerged form the discipline of management .Hence is a part of management science. 11. It is both science and art: OB is both science and art . It is science because, like science OB is also a systematic body of knowledge, its analyses is also consistent in nature, it can be systematically explained and critically evaluated, the analyses are based on the findings of management theorists. It s art because it is related to bringing desired result, it is application of skills like leadership skills, managerial skills, training skills etc., 12. It has total systems approach: It takes all variables in consideration. It studies individuals and groups in formal and informal relations in organizations. FOUNDATIONS OF OB / BASIC CONCEPT OF OB 1. Individual differences exists: Every individual has a unique personality, which is stable in nature. Hence each person is different from the other based on his physiological, psychological and social characteristics. Three aspects should taken care while studying human behaviour: 2. Behaviour is caused: Behaviour is what a person does and it is cause and effect relationship. It means that there is a reason behind every single behaviour on any individual. Hence the cause should be evaluated by the manager in an organization. 3. Behaviour is complex: Though OB believe that behaviour is caused , yet it is very difficult to understand human behaviour.

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4. Value of a person: Human value is given importance. It means one should be treated with respect and dignity. Values and attitudes should be considered. Men at workplace should be considered 5. Whole person concept The concept states that a individual employed by the organization is cannot be separated form his personal life aspects .Though an organization employs a persons skill & brain in his organization, yet it is a fact that an individual cannot be separated from his home life and work life. 6. Role of a person A role is a pattern of actions expected of a person in activities involving others. Each individual plays different roles in his life time.( Parent, son , Friend , Spouse, team member, supervisor, follower, advisor, consumer, investor etc., ).Hence it becomes necessary for him to understand the role clearly and act accordingly. 7. Difference between individual behaviour and group behaviour: Individual behaviour may be good but group behaviour may be bad .Group behaviour may be good but Individual behaviour may be bad. As Individual behaviour may vary form group behavior, human behaviour should be studied in both the aspects. SCOPE OF OB OB can be studied in three different levels: 1. Individual 2. Group Intra Group understand the group pressure on individuals , influence of group norms on individuals , communication process in organization. Inter Group Relationship between groups, achievement of group objectives and group objectives., Intra Individual- Understanding human behaviour i.e. how and why an individual behaves and to understand the factors affecting human behaviour Inter Individual- To understand the working relationships, role analysis and transaction analysis of individual with others.

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3.Organization: Intra- Organization- use of human power in organizations communication in organization. Inter Organization- organization change, external relationships, Development standards and concepts for future, Scientific and rational approach to Human Behaviour. DISCIPLINES CONTRIBUTING TO OB 1. Psychology: It is science that focuses directly on understanding are the aspects of OB contributed by psychology. 2. Sociology: It is the study of people in relation to their fellow human beings, The field of sociology has made valuable contributions in the study of group of individuals, group dynamics, formation of groups, communication, formal and informal organizations etc., 3. Anthropology : It is the study of societies to learn about human beings and their activities. It helps us to understand values,attitudes and behaviour between people in different regions and organizations. 4. Economics: It is the science that deals with the production, distribution, and consumption of goods and services, or the material welfare of humankind. 5. History: It is the study of the origin and evolution of man kind. It help us to understand the behaviour of people and their origins 6. Political science: It helps us to study the current political and legal scenario and the role of the study of human behaviour under the current situations. and predicting Individual behaviour. Personality, perception attitude opinion, learning and motivation , leadership qualities,

HAWTHORNE EXPERIMENTS

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The real beginning of applied research in the area of OB started with Hawthorne Experiments conducted in November 1924, by a group of professors from Harvard Business School. The research team began an enquiry into the human aspects of work and working conditions at Hawthorne plant of Western Electric Company, Chicago, which was engaged in producing bells and other electrical equipments for telephone industry. Prominent professors were Elton Mayo (psychologist) Roethlisberger and White Head (Sociologists) and Company representative William Dickson. The study conducted a series of experimental and observational studies in the plant and conducted employee interviews between 1924 and 1932. These were as follows 1. Illumination Experiments (1924-27) to find out the effect of illumination on worker productivity. 2. Relay Assembly Test Room Experiments (1927-28), to find out the effects of changes in working hours and other working conditions on productivity. 3. Mass Interviewing Programme (1928-30) to find out the worker attitudes and sentiments. 4. Bank Wiring Observation Room Experiments (1931-32): To find out social aspect of work organization. Illumination Experiments Aim: This experiment was conducted to find out how varying levels of illumination (amount of light in work place- a physical factor) affected the productivity based on the hypothesis that higher illumination would lead to higher productivity. Experiment: In the first series of the experimentation, a group of workers were chosen and divided into two groups . One group was exposed to varying intensities of illumination ( was experimented) and was termed as experimental group. Another group was called control group. When illumination was increased in experimental groups , production started increasing in both the groups When intensity of illumination was decreased, the production continued to increase in both the groups. The production in the experimental groups decreased only when the illumination was

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decreased to the level of moonlight. The decrease was due to light falling below the normal level. Conclusion: Thus it was concluded that illumination does have any effect on productivity. Relay Assembly Test Room Experiments: Aim: This experiment was designed to determine the effect of changes in various job conditions on groups productivity . Experiment: The researchers set up a relay assembly test room and two girls were chosen. The girls were asked to choose four more girls co-workers. The work related to assembly of telephone relays. Each relay consisted of a number of parts which girls assembled into finished products. Out put depended on the speed and continuity with which the girls worked. The experiments started with introducing numerous changes in sequence with duration of each change ranging from four to twelve weeks. An observer was associated with girls to supervise their work. Before each change was introduced, the girls were consulted. Each girl was given opportunity to express their viewpoints and concerns to their supervisor. The changes made were and the results obtained are as follows:1. The incentive system was changed so that each girls extra pay was based on the other five rather than the output of the larger group. The productivity increased 2. Two five minutes rests, one in the morning and one in the evening session was introduced and later increased to ten minutes. The productivity increased 3. The rest period was reduced to five minutes but frequency of intervals - The productivity decreased and the girls complained that more rest intervals affect the rhythm of work. 4. The no. of rest intervals was decreased to two of ten minutes each, and also tea and soup was served with sandwich.- The productivity increased 5. Changes in the work hours were introduced like the girls were allowed to leave to leave at 4.30 p.m. instead of usual of 5.00 p.m. and later at 4.00 p.m. i.e. cutting an hour at the end of the day and also Saturday off was given. - The girls were allowed to leave to leave at 4.30 p.m. instead of usual of 5.00 p.m. and later at 4.00 p.m. - The productivity increased Conclusion: TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 9

As each change was introduced, absenteeism decreased, morale increased and less supervision was required, it was assumed that all this has happened because of the adjustment made in working time and situations. At this time the researchers reverted back everything to original position, taking back all the benefits and facilities. To their surprise the productivity still increased, instead of going back. This development brought a considerable amount of redirection in thinking. When they enquired the girls the reason for the same, the girls answer made them realize that the It was not physical factors but the attitude of girls towards work and their work group , the feel of stability and belongingness and recognition, independence, sense of responsibility and self discipline and the close and friendly relationship with the supervisor .Hence this experiment was the first step towards the field of the study of OB. Mass Interviewing Programme Aim: Interviews were conducted with the employees to know their views on the job and their view on their relationship with their immediate supervisors. Experiment: During the course of experiments, about 20,000 interviews were conducted between 1928 and 1930 to determine employees attitudes towards company, supervision, insurance plans, promotion, and wages. Initially these interviews were taken directly by questioning the workers about their supervisor. The response was not so good and only vague information could be collected by the worker about their immediate supervisors and work related questions. Conclusion: Though the interview was not successful, but it gave valuable facts about human behaviour. A complaint is not necessarily an objective factor but may be a a cause which is deep seated in an individual. Objects, person and events may lead to satisfaction or dissatisfaction in an employee based on his personal way of judgment. E.g. same job may not be satisfactory to all the employees in an organization. An individual perception on events situation etc depends on his position in an organization. An individual is influenced by his group both formal and informal. Bank Wiring Observation Room Experiments Aim: The experiments were conducted to analyze the functioning of small group and its impact on individual behaviour. TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 10

Experiment: A group of 14 male workers was employed in the bank wiring room- nine wiremen three solder-man and two inspectors. The work was attaching wire to switches for certain equipment used in telephone exchange, Hourly wage rate for the personnel was based of the average output of each worker and bonus was to be determined on the basis of average group output. The basic assumption was in order to earn more the workers produce more and they would help each other to take up the benefits of the bonus fixed. But to their surprise , it happened the opposite of what they assumed. The workers production level decreased from the normal level of production instead of producing 7300 terminals ( normal) they produced only 6600 terminals. The workers gave the following reasons for the restricted output: Workers have the fear of unemployment, that is if the production increases that some other workers may be put out of employment. Workers had the fear that if the production increases than there would be raise in the existing standards of production. Some of the workers wanted to protect their friends who were slow workers and so they did not produce maximum. According to the workers, management had accepted their existing capacities of production ( no employee was fired or even reprimanded for restricted output); hence there was no need to increase the production capacity. Conclusion: Hence it was concluded that the workers in the group set certain social norms of behaviour including personal conduct. The study suggested that informal relation and social norm are an important factor in determining human behaviour. Implication of Hawthorne Experiments The experiments gave the following findings: Social Factors in Output: An organization is influenced by social factors. A social system is a mixture of logical, non-logical and illogical behaviour, The people are socio-psychological and hence the level of production set by social norms, and not by physiological capacities. Economic satisfaction just may not always affect productivity but factors like non economic rewards affects the behaviour of employees. TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 11

Groups: In organization individual tend to create groups. Workers often tend to react as group members than as individuals, The group determines their norms of behaviour. If a person resists a particular group norm than he may not accepted as the group member. Thus organization management cannot deal with workers as individuals. Leadership: In organization though formal leader direct the group members yet in some cases an informal leader is more capable than a formal leader. However a supervisor is more acceptable as a leader if his style is in accordance with human relations approach. Hence democratic style of leadership is the beat which provides greater satisfaction to workers. Communication: These experiments show that communication in organization is very important. Though communication, workers can be explained why a particular course of action is being taken and workers can be sought in decision making process concerning there matters of their importance. Conflict: The conflict generates in the organization because of the creation of groups with conflicting objectives. The group may be in conflict with the organization, though the creation of group sometimes helps to achieve organizational objectives. Supervision: DIFFERENCE BETWEEN MANAGEMENT AND ORGANISATIONAL BEHAVUIOUR MANAGEMENT 1. Controlling approach was adopted to handle employees. 2. Main focus was on finishing the task 3. Individual differences were not considered, everyone was treated alike. 4. Treatment is the same for all employees 5. All employees have same ability to work. 6. Technical aspects were emphasized 7. F.W.Taylor contributed the theory ORGANISATIONAL BEHAVIOUR 1. Cooperation was emphasized to get work done. 2. Focus is on development of individual in addition to finishing the task. 3. It emphasized the fact that individual differences existed and employees should be understood by the manager. 4. Treatment of employees has to different. 5. Workmen differ in their ability to work 6. Human aspects were emphasized 7. Henry Fayol and Robert Owen contributed the theory

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VALUES Values are convictions and frameworks of philosophy of an individual on the basic of which he judges what is good or bad. desirable or undesirable, ethical or unethical. Rokeach a noted psychologist has defined values as Global beliefs that guide actions and judgments across a variety of situations He further defines, Values represent basic convictions that a specific mode of conduct (or end state of existence) is personality or socially preferable to an opposite mode of conduct (end state of existence) Features : Part of culture: Values basically comes from our culture which constitutes of ideas, Learned response: Values our called learned response which is one acquires from the society. Passed from one generation to another:Values are circulated and are passed through generation to generation by specific groups and institutions it starts from family educational institutions, religions and ethnic institutions Social Phenomenon: An individual way of thinking which is influence by his society and family . Similarities between attitudes and values 1. Attitudes and values are learned or acquired from the same source experience with people, object and event 2. Attitudes and values affect cognitive process and behaviour of people. 3. Attitudes and values are endurable and difficult to change. 4. Attitudes and values influence each other and, more often than not, are used interchangeably.

beliefs of society.

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Difference between Attitudes and Values. Attitudes 1. Attitude response. specific object or situation 3. These are ones personal experiences exhibit predisposition what is right objects or situations 3. These are derived from social cultural mores. Types of values : Rokeach , a pioneer is studying human values conducted a research survey on human values.One the basis of his research findings he identified two basic type of values. Terminal values Instrumental values Values to 1. Values represent judgmental ideas about

2. They refer to several beliefs relating to a 2. They represent single belief foe used on

Terminal Values : Terminal values represent the desirable end-state of existence, the goals that an individual would like to achieve during his life time. Instruments values : Instrumental values reflect the way to achieve goals another words, these represent preferable modes of behaviour or means of achieving one terminal goals. Rokeach identified is terminal & 18 instrumental names : Terminal Values 1. World piece 2. Happiness 3. Equalty 4. Achievement 5. Inner peace 6. Beauty in nature 7. Family security Instrumental Value 1. Honesty 2. Forgiving nature 3. Helpfulness 4. Self control 5. Independence 6. Obedience 7. Ambition. 14

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8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Self respect Salvation Friendship Mature love Pleasure Freedom Wisdom Prospect National Security Social Respect Exciting life

8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Open mindedness Cleanliness Affection and love Politeness Rationality Responsibility Courage Competence Cheerfulness Intelligence Imagination

All port and his associates had identified six types of values .All port and his associates developed a different type of questionnaire containing a description of different situations. The respondents were told to give their preference to the questions for which ranks were fixed accordingly. Based on the answers given and the rank accordingly allotted by the respondents. Value was categorized into six types 1. 2. 3. 4. 5. 6. Theoretical Economics Aesthetic Social Political Religions : : : : : : Accords high importance on the discovery of truth through a critical and rational approach. Emphasizes on the usefulness and practicability money Places the top most importance on form and harmony Accords the highest value to the love a affection of mankind Assigns more interest to the acquisition of power and influence. Pay more values or importance to the religion they belong Formation of values Research has proven that, 40% of ones values is genetically determined Rest of the values are acquired through experience with parents school-mates friends, peers, models & organizations Culture also influences in the formation of values.

Values & Ethics : TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 15

Though sometimes people consider values and ethics synonymous and use them interchangeably. But they are different. Values are beliefs that affect an individuals fundamental ideas about what is good or bad. Ethic is the way the values are acted out ethical was of behaviour is acting according is one personal values. Values and Behaviour : Values serve as foundations for attitudes. In practice, individuals enter organization with a pre-conceived motion of what ought and what ought not to be. These motions are value later. Independent hold their own interpellations of right and wrong This affects their behaviour. Values affect both attitude and behaviour Values once formed are very difficult to change and are in challenge to modern management.

ATTITUDES Attitudes is a mental and neural state of readiness organized through experience, exerting a directing or dynamic influences upon the individuals response to all objects and situations with which is related ---ALL PORT Attitude is the persistent tendency to feel and behave in a favorable or unfavorable way towards some object, person, or ideasTR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 16

---REITZ Attitude is a predisposition to respond in a positive or negative way to someone or something is ones environment ----SCHERMERHOSM ET AL FEATURES OF ATTITUDE:1. Attitude affects the behavior :An individuals behaviour is affected by putting him ready responds favorably or unfavorably to things in the environment. 2. Attitudes are acquired through learning over the period of time: the process of learning starts right from childhood and centenaries throughout the life of an individual. 3. Attitudes are invisible: They constitute a psychological phenomenon which can not be observed directly. They can be observed only by observing the behavior of an individual. 4. Attitudes are pervasive: Attitudes are pervasive and every individual has some kind of attitude towards the object situation or person around them. FORMATION OF ATTITUDES Attitudes are not inherited. They are acquired and learned by the people from the environment in which an individual interacts.The information of attitude is broadly classified into two sources: 1. Direct experience 2. Social learning Direct experience:-Ones direct experience with an object or person serves as a powerful source of his/her attitude formation ,i.e. attitudes are formed on ones past experiences. E.g.:- Some of you mav like HR, some other may like finance and few may like marketing. This is an attitude which is formed by studying the subject and getting a fair knowledge from the same. Attitudes derived from direct experience are powerful, stronger, durable and difficult to change. Social learning: The process of deriving attitude from family, peer , groups, religious, organization and culture is called social learning.In social learning an individual acquires attitudes from his environment in an indirect manner.Attitudes are derived from peers also. Social learning starts from early age when children derive attitudes from their parents, friends, teachers, educational institutions etc.Individuals acquire much of their attitudes by merely TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 17

observing their models that they admire and respect. The observe over hears.Their models expressing their opinion or watches them displaying their behavior and that reflects their to align with their models. An individuals association with others also shapes his Attitude. Culture of a country / state also plays a vital role in shaping ones attitude. Learning attitudes involves 4 processes: 1. Attention 2. Retention : : Attention must be focused on model. What was observed from the model must be retained. Behavior must be practiced again and again The learner must be motivated to form the model.

3. Reproduction: 4. Motivation : Type of Attitudes:-

Though an individual can have numerous attitudes, but OB focuses on job related attitudes.Job related attitudes are of 3 types: 1. 2. 3. Job satisfaction Job involvement Organizational commitment

1. Job satisfaction:Job satisfaction refers to an individual pleasurable or positive emotional state towards his/her job. Job satisfaction is related with five specific dimensions of job pay, work itself, promotion, opportunities, supervision and co-workers, positive attitude towards lead to job satisfaction. 2. Job Involvement:It is the degree to which employee immense themselves into their jobs invest time energy 3. Organizational commitment:It is attitude of the employees towards their organization. It is the measure of the employees willingness to remain with a firm in the future, MEASUREMENT OF ATTITUDE: Measurement in its broadest sense is the assignment of numerals, to objects or events.The methods are classified in to four types:TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 18

1. 2. 3. 4.

Self report Indirect tests Direct observation technique Psychological Reaction Techniques.

Self Report: This technique usually elicits response from employee through questionnaires dealing with their feelings about their work and related matters. This report is carried out through the use of attitude surveys.Attitude surveys contain a set of statement or question to be answered by the employee. A definite assigns to each answer. Scaling terms assigned are tailored to obtain the information what managers actually want. E.g.:-Attitude scaling might be dislike statement. My job makes the best use of my abilities. Strongly Agree Agree Undecided Disagree Strongly disagree Indirect tests:These tests may not be brought directly to the employees notice. But the test will be fixed and employees performance would be evaluated with out his conscience. Indirect test may be also conducted where the employee will answer to questions which may seem to be very simple in answering but these answers when evaluated will help the employee to know his attitude. Direct observation technique:It is very simple where the employee will be directly observed on his work and his attitude will be known. Psychological Reaction Techniques:Employees psychological reaction towards work and work environment will be judged and their attitudes will be observed to understand his/her attitude towards job aspects. TR.Kalai Lakshmi/Sathyabama University/ MBA/Organizational Behaviour/Unit I 19 5 4 3 2 1.

How to change attitude:1. Fill in the information gap:Unfavorable attitudes can be changed by filling the information which may change his attitudes. 2. Use of fear: Low and high degree fear arousal may lead to problems only median level fear would help the employee to change his attitude. 3. Resolving discrepancies: -People have different kind of attitude and behavior and so by proper solving of discrepancies ones negative attitude could be changed.

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